Trying to introduce structure into a freeform environment?
Brace for the eye-rolls.

When I first brought up the idea of using a priority matrix — factoring in both impact and urgency — the room went quiet. Not because people were absorbing a new concept. Because they were waiting for it to blow over.

To me, it wasn’t a theoretical exercise. It was a way to bring predictability to chaos. A way to make ticket triage more than just gut instinct or whoever shouts the loudest. But when a team is used to reacting — not reflecting — structure can feel like bureaucracy.

The support team I work with is unconventional. They’re talented, quick-thinking, and deeply committed to helping people. But they’ve also been operating in reactive mode for too long.

In the absence of meaningful leadership, ‘paper managers’ were placed into roles without the technical grounding or the process discipline to anchor the team. As a result, urgency is whatever feels loudest, impact is rarely measured, and priority is whatever’s in front of you.

And when something breaks, it’s a scramble. People jump in, throw solutions at it, get through the crisis… and move on. No root cause analysis. No retrospective. Just survival.

Until it happens again.
And again.

Photos

When I introduced ITIL-aligned practices, I didn’t start with rules. I started with why:

  • Why it helps us make smarter decisions
  • Why it prevents burnout
  • Why being proactive isn’t about slowing down — it’s about reducing repeat fire drills

Some team members appreciated the logic right away. Others shrugged. And that’s okay. Change doesn’t always start with enthusiasm. Sometimes, it starts with consistency.

🧠 Reflection:
If people resist structure, don’t start with rules — start with relevance.
Show them how predictability protects their time, not just the business.
And when best practices meet resistance, lead with the problem they solve — not the standard they come from.